Cokins Performance Management

Integrating Strategy Execution, Methodologies, Risk, and Analytics
1. Auflage 2009
ISBN: 978-0-470-47119-7
Verlag: John Wiley & Sons
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 272 Seiten, E-Book

Reihe: SAS Institute

Praise for Praise for Performance Management: IntegratingStrategy Execution, Methodologies, Risk, and Analytics
"A highly accessible collection of essays on contemporarythinking in performance management. Readers will get excellentoverviews on the Balanced Scorecard, strategy maps, incentives,management accounting, activity-based costing, customer lifetimevalue, and sustainable shareholder value creation."
--Robert S. Kaplan, Harvard Business School; coauthorof The Balanced Scorecard: Translating Strategy into Action, TheExecution Premium, and many other books
"Gary Cokins demonstrates in this book that performancemanagement is not a mysterious black art, but a structured,process-oriented discipline. If you want your performancemanagement system to be a smoothly running analytical machine, readand apply the ideas in this book--it's all you need."
--Thomas H. Davenport, President's DistinguishedProfessor of Information Technology and Management, Babson College;coauthor of Competing on Analytics: The New Science ofWinning
"Drawing on a deep reservoir of knowledge and experience gainedfrom hundreds of customer engagements around the world, Gary Cokinsoffers an authoritative examination of the major dimensions ofperformance management. Cokins not only paints a rich and texturedview of the major principles and concepts driving performancemanagement implementations, he offers a nuanced look at theimportant subtleties that can spell the difference between successand failure. This is an informative and enjoyable text toread!"
--Wayne Eckerson, Director of Research, The DataWarehouse Institute (TDWI); author of Performance Dashboards:Measuring, Monitoring, and Managing Your Business
"[In this] very insightful book, the view of an integratedperformance management framework with a goal to link variousoperational activities with business strategy is an excellentapproach to manage and improve business. Gary's explanation ofrisk-based performance management, for providing the capability toachieve long-term objectives with reliably calculated risks, isdefinitely thought provoking."
--Srini Pallia, Global Head and Vice President ofBusiness Technology Services, Wipro Technologies, Bangalore,India
"Gary Cokins is clearly one of the world's thought leaders inthe area of performance management, and the need for integratedperformance management, improvement and execution is clearly at apremium in these challenging economic times. This book is a mustread for CEOs, CFOs, and management accountants around the globeseeking higher levels of sustainable business performance for theirstakeholders."
--Jeffrey C. Thomson, President and CEO, Institute ofManagement Accountants

Autoren/Hrsg.

Cokins, Gary

Inhaltsverzeichnis

About the Author.
Preface.
PART ONE: INTRODUCTION.
1 Rules for Ensuring Poor Performance.
2 Performance Management: Myth or Reality?
3 What Will Be the Next New Management Breakthrough?
4 The Future: Enterprise Risk-Based Performance Management.
PART TWO: PERFORMANCE MANAGEMENT OVERVIEW.
5 Why the High Interest in Performance Management Now?
6 Human Capital and Workforce Management: Art or Science?
7 Tipping Point for Performance Management.
8 An Interview with a CEO You Might Want to Work For.
9 Does ''A Word to the Wise'' MeanIgnore the Dummies?
PART THREE: PERFORMANCE MANAGEMENT SUPPORTS BUSINESSINTELLIGENCE AND DECISION MAKING.
10 How Do Business Intelligence and Performance Management FitTogether?
11 CEO's Targeted Financial Return: A Goal or a Wish?
PART FOUR: IMPLEMENTING PERFORMANCE MANAGEMENT.
12 First Barrier to Performance Management: How Do We GetStarted?
13 Where Do You Begin Implementing Performance Management?
14 The Many Rooms of the Organization Mansion.
15 Accountability and Incentives for Rewards: How DisconnectedAre They?
16 Why Do You Have to Be a Sociologist to Implement PerformanceManagement?
PART FIVE: STRATEGY MAPS, THE BALANCED SCORECARD, ANDDASHBOARDS.
17 The Promise and Perils of the Balanced Scorecard.
18 How Are Balanced Scorecards and Dashboards Different?
19 When Performance Management Becomes Surgery.
PART SIX: FINANCIAL PERFORMANCE MANAGEMENT.
20 Do Accountants Lead or Mislead?
21 Confusion with Managerial Accounting.
22 What Is Broken about Budgeting?
23 Put Your Money Where Your Strategy Is.
PART SEVEN: CUSTOMER VALUE MANAGEMENT.
24 From Working for the Boss to Working for the Customer.
25 How Profitable to Us Is Each Customer Today--andTomorrow?
26 Optimizing Customer Lifetime Economic Value.
PART EIGHT: PERFORMANCE MANAGEMENT AND SHAREHOLDER WEALTHCREATION.
27 Can Performance Management Accomplish What Einstein CouldNot?
28 Why Do Capital Market Organizations Underachieve TheirPlanned ROI?
29 Will Private Equity Funds Turbocharge Applying PerformanceManagement?
PART NINE: ENVIRONMENTAL PERFORMANCE MANAGEMENT.
30 Social and Environmental Performance Management.
31 How Is a Chief Financial Officer Affected by theSustainability Movement?
PART TEN: CONCLUSION.
32 Christmas Gift Letter to Santa Claus.
33 Performance Management from Future Diaries.
34 A Dear-CEO Advice Column You Might Want to Read.
35 From Nag to Wag: Why Performance Management Now?
Index.

Über Autor(innen)

Gary Cokins is Global Product Marketing Manager for Performance Management at SAS, the world's leader in business analytics, data management and performance management software. An internationally recognized expert, speaker, and author on advanced cost management and performance improvement systems, he works closely with SAS customers, partners, industry analysts, and internal stakeholders to ensure that SAS continues to deliver high-value solutions to the market that meet the needs of customers worldwide.